Frequently, as training analysts and / or as people in charge of coordinating and directing the work of the Human Management department, we tend to send our collaborators or employees to attend workshops, talks, seminars and open diplomas in hotels and / or centers. training or within the company ("In House", "In Company") which often meant an unnecessary, high cost and ineffective investment, obtaining the unwanted results and not visualizing the expected changes in the participant who attended the themselves.
This is the prime time, before making this momentous decision to STOP to question ourselves with ten (10) fundamental, previous, and basic questions before sending participants to the training. These questions will confirm if we have an effective and efficient strategic training process that ensures their return on financial investment, a change in continuous and consistent improvement in the attitudes and skills of the collaborators (employees), an increase in the number, quality and customer loyalty that we want to attract and maintain our organization.
The war of competition is so strong between training and consulting companies that we can see how more and more programs, consultancies, courses, talks, workshops, seminars, and high-quality diplomas are offered every day, where we send our collaborators ignoring the main cause of attendance to them: "Strategy".
This lights up a Red light in our minds that should lead us to exhaust a process of analysis and strategic steps that guide us towards wise decisions that guarantee positive responses and results at the end of the day to the increase in the return on financial investment, the customers and improvements in the attitudes and skills of our collaborators that we mentioned earlier.
But what are those questions that indicate that we are acting under a strategy when selecting the workshops to which our collaborators will attend, without investing any other money in the training process?
From knowledge, experience, observation, verification and competitiveness I can understand that if we dedicate ourselves to asking ourselves these ten (10) basic questions, we will be sure that we have strategically trained our collaborators, without investing any other money:
- The company where you work has clearly defined its mission, vision and strategic goals and the training performance is focused on them. They have a strategic Human Management plan. Where one of its main goals is to carry out a strategic training plan. Based on a previous detection of needs divided by themes (example customer service, leadership, etc.) that really provide solutions to the existing weaknesses in the employees' behavioral and technical skills? Before joining the company, they have selected employees with the skills Behavioral and Techniques Appropriate to the Positions? They have given the induction to the company and the post to the collaborators based on an updated job description,once he has joined the organization? They have evaluated the performance of each collaborator every certain period of time, even after completing the period required by law in the labor code after joining the company and have taken these results from evaluation as a basis to train them? They have measured the return on financial investment, the change or improvement in the competitiveness of the company, the increase in the quantity and quality of customers, the quality of the workshop received, after each collaborator attended the training Are effective and motivating incentive or reward plans offered to employees by rewarding changes or improvements made after training? Does the employee or employee need to attend an open workshop (in a hotel or training center, university) or closed ("En casa",“In Company”)? The training plans are running parallel to the career plans, do they have strategic career plans? We take into account that the sub-systems of a Human Management department (recruitment and selection of talent, career development, compensation and benefits, performance evaluation system, organizational development and industrial safety) constitute a gear that ISO standards and quality awards take as columns that underpin the training process of any company that works with adequate competitiveness criteria?career development, compensation and benefits, performance evaluation system, organizational development and industrial safety) constitute a gear that ISO standards and quality awards take as columns that underpin the training process of any company that works with adequate criteria of competitiveness?career development, compensation and benefits, performance evaluation system, organizational development and industrial safety) constitute a gear that ISO standards and quality awards take as columns that underpin the training process of any company that works with adequate criteria of competitiveness?
We can continue asking ourselves a number of questions, however, the previous, basic and fundamental are these which will prevent the company from investing extra money in a training process that is not based on a strategy and that ultimately does not become a measurable, quantifiable and qualitative result of said process.
